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Among the top concerns of executive leaders today is effective and efficient strategy execution.
Global Strategic Management Institute (GSMI) hosted their Second Annual Mission Driven Performance Summit in Washington DC, along with Ascendant Strategy Management Group to address just that. The Summit brought not-for-profit and government leaders together to discuss the Balanced Scorecard method and how it can be used to ameliorate challenges within the public and social sector.
The summit was led by Harvard Business School Professor Robert Kaplan and Balanced Scorecard co-creator David Norton and included participants from the Federal Bureau of Investigation, the Securities and Exchange Commission, the U.S. Army, the U.S. Department of Education, Project Management Institute, Rare, and the Catholic Charities Archdiocese of Boston.
March 12, 2010, San Diego, after the remarkable success of its first Mission-Driven Summit, Global Strategic Management Institute (GSMI), in partnership with Ascendant Strategy Management Group, hosted its second annual performance management event for government agencies and non-profit organizations, the Mission Driven Performance Summit, in Washington, DC on March 2-4, 2010.

January 27, 2010, San Diego, After the remarkable success of its first Mission-Driven Summit, Global Strategic Management Institute (GSMI), in partnership with Ascendant Strategy Management Group, is proud to announce that it will be hosting its second annual performance management event for government agencies and non-profit organizations, the Mission-Driven Performance Management Summit, in Washington, DC on March 2-4, 2010.
This event will feature keynote sessions presented by Balanced Scorecard co-creators and management thought leaders Dr. Robert Kaplan and Dr. David Norton. As an event specifically designed for government agencies and not-for-profit organizations, the Mission-Driven Performance Summit features case studies and thought-provoking sessions that will give you the insight to:
Prove your impact in a time of increasing accountability requirements
Implement your strategy while managing your risk
Do “more with less” by improving your organization’s management
Effectively partner with partners, customers, and affiliated organizations
Align your management system with your measurement system

Problem Solving/Corrective Action
by Terence Traut
Introduction
This article introduces the problem-solving model as a technique for managing performance issues that are more controversial, or that are not effectively addressed through coaching or feedback. Issues such as tardiness, being out of uniform, continual poor performance, and others are best handled by a direct, objective approach. By following the Problem Solving Dialogue Model taught in this article, you can feel confident in addressing these thorny issues with employees.
Problem solving sounds so simple. However, we know it isn't as simple as it seems. Employees don't behave as we hope they would. Problem solving conversations are the ones we all tend to - or want to - avoid. Why? Because we fear - or are concerned about - how the employees may react. In a minute we will find ways to overcome these challenging situations.
What you must remember is that it is important NOT to avoid these conversations as a result of feeling uncomfortable about having them. If you were the coach of a baseball team, you would want your players to give it their all. What they should be able to expect of you in return is that other players on the team are performing as they need to. Why should the shortstop play his heart out if you let the pitcher or first baseman not play at the same level?

Process Mapping: The Way to Engaged Employees and Better Business Results
by Leslie Allan
Business pundits have recognized now for a number of years that a motivated employee is a productive employee. This is true across international boundaries, as major research studies have shown. Studies conducted by research houses such as Towers Perrin, BlessingWhite and Gallup Consulting consistently reveal a strong correlation between the level of employee engagement in an organization and its ability to meet its business goals.
There are many organizational and personal factors that contribute to an employee's commitment level. One powerful but often unused method for raising employee motivation and effectiveness is mapping business processes. Process mapping entails identifying and representing in simple graphical form the steps used to deliver a product or service to both internal and external customers. Mapping processes is a central activity in all quality initiatives. And it's no wonder. You can't improve what you don't understand.

Self-Monitoring Systems Are Good for Recognition
by Chris Herrmann
Performance Management is coming under critical fire because the complexity of some of the processes is beginning to over-ride the fundamental principles. However, as Hogan Armstrong knows, elements of Performance Management work well for both employees and managers. Hogan is an IT Service Engineer for a large multinational organization. He spends the majority of his working life away from his home office but his Self-Monitoring System lets both him and his manager know how he is performing.
Any personal objective important enough to be included in a performance plan should be measurable in one way or another. One of Hogan's principal objectives is:
"To follow up each service call after two working days to check system functionality and customer satisfaction. Where problems are revealed, I will take responsibility for immediately reporting the fault and initiating a remedy within 24 hours."